An organization will use eight dimensions of quality at its strategic level when analyzing its quality characteristics. The dimensions include the following. First, performance entails the primary features of the product. A product that exhibits high quality will fulfill both the customer and manufacturer’s expectations. Second, features include the additional characteristics that should be added to the products to enhance its appeal. Third, reliability tries to explain if the product will perform consistently as expected by the customer. Fourth, the durability of the product measures the length of time the product will last. Fifth, the conformance of the product is the specification that the product should meet. Sixth, serviceability entails the speed that an organization can serve the product. Seventh, aesthetics involves a person’s personal preference of the product. According to Sower (2011), does the product appeal to the customer? Eight, perceived quality is the quality perception an organization’s marketing team would like to convey to the market.
It refers to the cost an organization will incur for not creating a quality product or service to the customers (Sower, 2011). The categories of the cost of quality include the following. The external failure cost refers to the cost the organization will incur to remedy defects found by the customer. Internal failure cost is the cost the organization will suffer to remedy defect found before delivering the product or service to the customer. Appraisal cost refers to the cost that occurs due to the need to measure, evaluate, monitor or audit activities that are related to the quality of the product. Lastly, prevention cost is the cost the organization will incur to prevent the occurrence of poor quality.
It refers to the methodology that organizations use to improve the capability of the business process by eliminating defects. For instance, when an organization increases its performance and reduces the process variation, it will result in a reduction in the defect with a subsequent increase in profit, quality of products and services. The following are differing opinions regarding the definition of six sigma. First, the philosophical perspectives define, measure, analyze, improve, control all work processes. Second, with the set of tools, the experts employ both qualitative and quantitative techniques on process improvement. Third, methodology uses an approach known as DMAIC (define, measure, analyze, improve and control). Fourth, metrics’ view of six sigma quality performance is 3.4 defects per million opportunities.
Sower, V. E. (2011). Essentials of quality: With cases and experiential exercises. Hoboken, NJ: John Wiley & Sons.
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